 So, it's important to be very careful about that, okay? So, if we were to think about IEL, nobody really sees just a way of thinking and acting. Which is, you know, what the IEL manifesto brings onto the table. And what it does is that the object is to increase value to the customer. So, if we were to see about lean thinking, then about lean, we also have a way of thinking and acting. And the focus is to optimize everything and to eliminate waste. That's the basic premise. And basically what we want to attain with this is high quality value. And this is very important. So, in lean, what we want to do is that we are going to focus on value where, you know, we are actually concentrating on quality. And there's a lot of discussion that can go about this. I actually could go for a very lengthy discussion on what value is and what quality is. But that's not the objective of this presentation. So, let's just understand that what we want to make sure is that we shouldn't even thought we have, for example, time boxes in some of the methodologies. We shouldn't make sure that we don't stress on time. What we have to really put our finger on is on value, not on time. So, it doesn't matter if it takes a little longer to get this one done, if it's going to provide better value to the customer. So, basically, what does that mean? Well, you know, going to different conferences during the last, you know, four or five years, very often I hear people talk about why our adoption is failing. And they come up with these kind of reasons. So, I'm pretty sure that you guys might have already discussed these ones. So, I am not going to talk about that. You know, what I'm going to talk is about the fact that there are other important aspects that we have to pay attention to. And actually, I am absolutely convinced that they are way more important than those risks. Okay? So, the first one is what I call the Teen Man Syndrome. So, what do I call the Teen Man Syndrome? Well, so, you guys know the Wizard of Oz. You guys are, I presume, you are familiar with the Teen Man. So, what do I call it this way? Well, because quite often, when a methodology is adopted, we focus on the mechanics of that methodology. We focus on let's do this two-week or three-week iteration, and we're going to meet every morning, and I'm going to say what I did, what I'm doing, et cetera, et cetera, et cetera. And right away, as soon as we start working on that, we just focus on the mechanics of things. And we immediately lose attention to what really matters, which is that which is the ideal thinking, or that which is the lean thinking, or the systems thinking. And that's actually what we should be paying attention to the most.